Availability and salience
You judge how likely something is by how easily an example comes to mind, so vivid and heavily-covered events feel far more probable than common quiet ones.
Explained in BiasesThe same few forces, everywhere they show up
The Fundamentals pages explain how things work. The Now pages describe what is happening. This page runs the connection in the other direction: pick a mechanism, and see every topic in the present where it is the thing actually doing the work.
It is worth saying what kind of index this is. It is not keyword matching - a page on shipping chokepoints does not use the phrase "network structure," which is exactly why the mapping had to be made by hand. Each entry below carries a specific sentence naming how that mechanism operates in that topic. Where the sentence is vague, treat the connection as weak.
27 mechanisms · 173 appearances across The Now
You judge how likely something is by how easily an example comes to mind, so vivid and heavily-covered events feel far more probable than common quiet ones.
Explained in BiasesEvidence for a conclusion you want gets waved through; evidence against it gets audited. The extra scrutiny feels like rigour rather than bias.
Explained in BiasesAttention, not information, is the binding constraint. Whatever competes for it is competing in a fixed-size market and will optimise accordingly.
Explained in AttentionThe same fact changes what people decide depending on how it is worded, what it is compared against, and which category it is placed in.
Explained in Language and CommunicationMoral verdicts arrive before the reasons do, and much disagreement is about which concerns take priority rather than about facts.
Explained in MoralityWhere people can be relied on, transactions are cheap. Where they cannot, the same transactions still happen - through contracts, auditors, escrow, and courts, all of which cost real money.
Explained in TrustMost behaviour is governed by unwritten rules that hold because everyone believes everyone else follows them - which is why they can outlive their support and then collapse in weeks.
Explained in NormsMoral rules are applied fully inside a boundary and weakly outside it. What varies between societies is rarely the rules and almost always who is covered.
Explained in Group IdentityPosition relative to others is a genuine good people will pay for, and unlike absolute goods it cannot be increased for everyone at once.
Explained in StatusOutcomes depend less on individual nodes than on how they are wired: hubs, weak ties, and the thresholds at which something spreads or stops.
Explained in NetworksWhen everyone benefits from something whether or not they contribute, the rational individual move is to let someone else pay - so valuable things go unfunded without a mechanism that changes the payoff.
Explained in Cooperation and CompetitionPeople infer what is true and safe from what others are doing, so behaviour can tip suddenly with no new information.
Explained in InfluenceA price aggregates what millions of people know about scarcity into a single number. Suppress it and the information is not preserved elsewhere - it is destroyed.
Explained in Markets and PricesPeople optimise for what is measured and rewarded, not for what was intended. Any measure that becomes a target stops measuring the thing it was chosen for.
Explained in IncentivesReturns that accrue to existing holdings grow the gap mechanically over time, so concentration is what an unmodified system produces rather than evidence that something went wrong.
Explained in WealthA wage sits between the most an employer could pay and the least you would accept. Where inside that band it lands is decided by outside options, not by merit.
Explained in WorkActivity is organised inside firms wherever giving an instruction is cheaper than negotiating a contract - so the boundary moves whenever coordination gets cheaper.
Explained in FirmsBoth sides gain from specialising even when one is better at everything, because what matters is relative cost - and the gains are diffuse while the losses are concentrated.
Explained in TradeOutput per hour sets the maximum anyone can be paid and the maximum a society can consume. Nothing raises living standards durably except raising it.
Explained in Productivity and GrowthRisk has a distribution you can price. Uncertainty does not. Treating the second as the first produces confident numbers that are wrong in the cases that matter.
Explained in Risk and UncertaintyEarly choices constrain later ones. Systems settle into arrangements that are hard to leave even when a better option exists, because the switching cost is paid by whoever moves first.
Explained in TechnologyInstitutions outlast the people staffing them, encode the balance of power at the moment they were built, and are far easier to create than to redirect.
Explained in InstitutionsCompliance rests on everyone expecting everyone else to comply. That makes rule cheap while the expectation holds and makes collapse sudden when it flips.
Explained in LegitimacyWhenever one party acts on another's behalf, their interests differ and the principal cannot fully observe what the agent does. Every layer of delegation adds another gap.
Explained in BureaucracyPeople invest, lend, and trade across distance only if promises can be enforced against the powerful. A rule that binds only the weak is not a rule.
Explained in LawMedia rarely changes what people conclude. It reliably changes what they are thinking about at all, which is the more consequential power.
Explained in Media and InformationMeasures one side takes for defence are indistinguishable from preparation for attack, so both sides arm while both prefer that neither did.
Explained in ConflictTwo things are worth noticing after scrolling this. The first is how few distinct mechanisms it takes to cover fifty topics - which is the actual claim behind the name of this site. The second is that the topics with the most mechanisms running through them are the ones where single-cause explanations feel most satisfying and are most likely to be wrong.